In construction field, how someone can manage day to day quality control as well as quality assurance part.

1. Construction
Quality
Management

2. Members
1. Imran Malik 067
2. Naeem Niazi 065
3. Waleed Ahmed 073
4. Ijaz Ahmed 081
5. Sharafat Ali 077
6. Adnan Amjad 056

3. Construction Quality
The term ‘Quality’ has many connotations when used
by different stakeholders. E.g
• It is the fitness for purpose
• It is the conformance to specification.
• It is about meeting or exceeding the needs of the
customer
• It is the value for money
• It is customer satisfaction/customer delight
• It is doing it right the first time and everytime.
• It is reduction of variability.

4. The term ‘Quality’ is often associated with
products that are costly; however, it does not
mean products of low price cannot be of good
quality. If the product meets the stated and
unstated (intended) requirement of the
customer, it can still be called a quality
product

5. Evolution of quality
• Modern quality control techniques were
developed in the United States in the 1920s.
• In early 1940s, during World War II, the need
for strict quality control became a necessity
due to increased production of war materials.
Quality control techniques and statistical
analysis techniques in particular have
advanced greatly since that time.

6. • In 1980s countries were striving to take lead in
producing quality products at cheaper price.
Quality management got a major thrust and it
was now regarded as a key variable in the
competitive positioning of firms and in
ensuring market share.
• In the 21st century, TQM developed in many
countries and it has helped organizations in
achieving excellent performance, particularly
in customer and business results, the quality
movement is now gradually moving towards
the much wider ‘business excellence’ or
‘Excellence’ model.

7. Inspection, Quality Control and
Quality Assurance In Projects
• Quality standards obtained from modern
construction projects have not kept pace with
developments in technology and management
in construction industry. Recurring incidents of
faulty design and construction have caused
untold damage and loss of life and property.
Economic and legal implications of
construction failures are nothing compared to
the human lives lost and the permanent or
temporary physical and psychological
suffering.

8. Inspection, Quality Control and
Quality Assurance In Projects
Construction quality can be effected by:
• Whether a clear set of drawings and design is
available – sometimes the confusion in design and
drawings may show up in poor quality of
construction.
• Whether a clear, well-laid-out and unambiguous set
of specifications is available.
• Whether a clearly defined quality control
methodology exists.
• Whether there has been usage of proper materials,
workers and equipments during the construction
processes.

9. Inspection
“Inspection usually entails the physical
appearance of the item against what is
required”
Activities such as measuring, examining, testing
and gauging.
It could be subjected in nature. In some cases
gauges or machines may be required to do
some simple measurements and examinations.

10. Quality Control
Oakland (1995) defines ‘Quality Control’ as:
“The Activities and techniques employed to
achieve and maintain the quality of the
product, or service. It involves a monitoring
activity, but also concerns finding and
eliminating causes of quality problems. So that
the requirements of the customer are
continuously met”.

11. Quality Control
According to ISO Quality control is defined as:
“A set of Activities or techniques whose purpose
is to ensure that all requirements are being
met. In order to achieve this purpose,
processes are monitored and performance
problems are solved”.

12. Quality Assurance
According to Oakland (1995):
“ Quality Assurance is broadly the invention of
quality problems through planned and
systematic activities (including
documentation). These will include the
establishment of a good quality management
system, the assessment of its adequacy, the
audit of the operation of the system, and the
review of the system itself.

13. Quality Assurance
According to ISO quality assurance is defined
as:
“A set of activities whose purpose is to
demonstrate that an entity (such as product,
processes, person, department and
organization) meets all quality requirements.
QA activities are carried out in order to inspire
the confidence of both customers and
managers, that all quality requirements are
being met.

14. Quality Assurance
Quality Assurance program encompasses the
following:
• Establishing the procedure for defining,
developing and establishing quality standard in
design, construction and sometimes the
operational stages of the structure or its
components

15. Quality Assurance
• Establishing the procedure to be used to
monitor, test, inspect, measure and perform
current and review activities to assure
compliance with established quality standards,
with regards to construction materials,
methods and personnel.

16. Quality Assurance
• Defining the administrative procedure and
requirements organizational relationships and
responsibilities, communication and
information patterns and other management
activities required to execute, document and
assure attainment of the established quality
standards.

17. Total Quality Management
According to Oakland (1995),
“TQM is a way of planning, organizing and
understanding each activity that depends on each
individual at each level”.
This is a complete management philosophy that permits
every aspect of a company and places quality as a
strategic issue; total quality management is
accomplished through an integrated effort among all
levels in a company to increase customer satisfaction
by continuously improving current performance.

18. Total Quality Management
According to Pheng and Teo (2004),
“TQM is a way of thinking of goals, organizations,
processes and people to ensure that the right things
are done right the first time. The essential elements of
TQM are:
• Management commitment and leadership.
• Training.
• Team Work.
• Statistical Methods.
• Cost of Quality.
• Supplier involvement.

19. Quality Gurus and their
teachings
Deming:
Deming modified the plan “plan, do, check, act”
(PDCA) cycle originated by Shewart. He
named this as PDSA (plan, do, study, act)
cycle. PDSA cycle now also know as deming
cycle, is one of the problem solving method.

20. Quality Gurus and their
teachings
Steps of Deming method:
1. Plan of things to be done
2. Execution (Doing whatever ha been planned)
3. Study of the results of execution. (Issues
during execution exactly as per plan and any
variations are studied.
4. Results are checked by actually identifying
what went according to plan and what didn’t.
Using this insight, a revised and improved
plan is worked out and the entire process is
repeated.

21. Quality Gurus and their
teachings
DO
(implement the plan
on a small scale)
ACT
(Take correct
Action,
Standardize, and
Feed forward to
Next plan
PLAN
(prepare plan)
STUDY
(Verify results
of the plan

22. Quality Gurus and their
teachings
Juran:
Joseph Juran developed the idea of Quality
triology.
He concentrated not only on the end customer,
but identified other external and internal
customers as well. According to him, Quality
is “fitness of use”

23. Quality Gurus and their
teachings

24. Quality Gurus and their
teachings
Philip Crosby:
He is known for his concepts of ‘do it right first time’
and ‘Zero defects’. The four absolutes of quality
management according to Philip Crosby are:
1. Quality is conformance with requirements.
2. Prevention of non-conformance is the objective, not
appraisal.
3. The performance standards is ‘zero defects’, not
‘that’s close enough’.
4. Measurement of quality is the cost of non-
conformance.

25. Cost of Quality
The Quality cost breakdown is based on the work of
feigenbaum (1983), who first developed the concept in
(1956).
Quality costs = Quality control cost + Failure cost
Where:
Quality control cost = prevention cost + Appraisal cost
And:
Failure cost = Internal failure costs + External failure
cost

26. Cost of Quality
Prevention
cost is the
cost of
efforts
undertaken
to prevent
failures.
Quality
Costs
Quality
Control
Costs
Failures
Costs
Prevention
Costs
Appraisal
Costs
External
Failure
Costs
Internal
Failure Costs

27. Cost of Quality
• The
relationship
between cost
and quality
level is also
shown
pictorially
and is self
explanatory.

28. ISO STANDARDS
The growing need for common quality standards
throughout the world in manufacturing,
inspection and test specification, and the need
for standardization led to the formation of an
international committee with the objective of
producing an international quality standard.
International Organization for Standardization
(ISO) is located at Geneva, Switzerland, is the
approved body for issue and guidance of
International Standards today.

29. ISO STANDARDS
ISO 9000:
In 1987 ISO released a series of standards these
were known as ISO 9000. These are guidelines
to effectively manage the important activities
in an organization which effect quality. These
standard only specify generic guidelines –
applicable to any industry/service
organization.

30. Principles of Quality
Management Systems
The quality management systems adopted in ISO 9000is
based on following broad principles:
1. Customer focus
2. Leadership
3. Involvement of People
4. Process Approach
5. Systems approach to management
6. Continual Improvement
7. Factual approach to Decision Making
8. Mutually Beneficial Supplier Relationship

31. ISO STANDARDS
ISO 9001-2000 family of standards:
1. ISO 9000 describes the fundamentals of quality
management systems and specifies the terminology
for quality management system and that used in
other two standards.
2. ISO 9001 specifies the requirements of a QMS
where in an organization need to demonstrate its
ability to provide products that fulfill customer and
applicable regulatory requirements, and aim to
enhance customer satisfaction.

32. ISO STANDARDS
3. ISO 9004 provides guidelines that consider
both the effectiveness and efficiency of the
QMS.
4. ISO 19011 provides guidance on auditing
quality and environmental management
system.

33. CONQUAS – Construction
Quality Assessment System
Construction Quality Assessment system, also known as
CONQUAS is a standard quality assessment system
introduced by Building and Construction Authority
(BCA) in Singapore. The system objectively
measures constructed works against workmanship
standards and specifications. In order to measure the
project Quality, the system uses a sampling approach
to represent the whole project. The samples are
distributed uniformly as possible throughout the
project, and the number of sample is dependent on the
size of the building.

34. Audit
Audit is the systematic and independent
examination to determine
1. Whether quality activities and related results
comply with planned arrangements.
2. Whether these arrangements are
implemented effectively and suitable to
achieve objectives
3. Whether quality policy is understood and
implemented properly.

35. Audit
Audit types:
1. First Party Audit:
This is conducted by, or on the behalf of organization itself
for internal purposes.
2. Second Party Audit:
This is conducted by the customer of the organization or by
other persons on behalf of the customer
3. Third Party Audit:
This is conducted by external independent organizations,
usually accredited, and provides certification or registration
of conformity with requirements such as ISO 9001.

36. Construction Productivity
Productivity is defined as the quantum of
production of any work within the estimated
cost, with an acceptable standard under the
defined duration with respect to nature of
work.

37. With respect to construction industry, the following
factors govern productivity:
1. Well planned work
2. Skilled manpower
3. Good and suitable equipment
4. Defined methodology
5. Right type of hand tools
6. Neat and tidy workplace
7. Staff Productivity.